Members of the largest generation in the history of the United States [and Canada], the baby boomers, are beginning to think seriously about retirement. Over the next 20 years, this generation will surge into retirement. Marketing specialists, researchers, foundations and membership organizations such as AARP are already studying these soon-to-be-retirees, and with good reason. This generation has been known for breaking with tradition and charting new courses. This is the 60s generation that rebelled against authority, organized movements and changed the workplace. Now they give every indication of being a new breed of volunteer.

Several recent studies indicate the aging baby boomers are not one homogenous group and their vision of retirement is different from their parent’s generation.

  • Baby boomers expect to live longer and they are planning for financial, mental and emotional security.
  • Baby boomers believe they have far more choices in terms of activities and lifestyles.
  • Baby boomers plan to travel, explore new places and spend periods of time away from home.
  • Baby boomers do not view retirement as the end of a career, but rather as an option to begin a new career.
  • Baby boomers like the idea of ‘retooling’ themselves through courses and educational opportunities so they can upgrade skills and gain new qualifications.
  • Baby boomers are not constrained by traditional ideas of retirement. They refuse to get old and they refuse to believe that age will limit them in any way.
  • Baby boomers are showing a tendency to remain in the communities where they have lived and work. There are indications they may be less inclined to move to the traditional retirement community states.

‘This coming generation of retirees will have different needs, different motivations, different expectations and different barriers to becoming volunteers.’ (Heartbeat Trends, 2001, p. 45). Volunteer managers are being challenged to design new recruitment efforts, systems and structures to meet this new generation of volunteers. Current research has identified several themes and priorities to consider:

  1. Offer choice, flexibility and responsiveness to today’s lifestyles. Provide numerous options and the ability to choose what and how much a volunteer can do.
  2. Pair volunteer activities with educational and recreational opportunities, lifelong learning, domestic and international travel, family and intergenerational relationships, and volunteer service and learning that can lead to new employment options. National organizations in particular may wish to develop volunteer exchange programs with interstate members/partners.
  3. Begin now to develop and promote recruitment information for those approaching retirement. This generation is already planning for their retirement years.
  4. Use the Internet to give information, make statewide and national connections and to recruit and place volunteers.
  5. Enhance your marketing messages with images of volunteers doing new, unexpected things, of volunteers having a good time together, of volunteer ‘experts’ solving problems.
  6. Don’t rely on ‘civic duty’ and ‘make a difference’ as marketing messages for this generation. Offer opportunities for new experiences, challenges and stimulation. Personal growth and the desire for new knowledge and skills are powerful forces within this generation.
  7. Develop career paths for volunteers to promote lifelong learning, advancement and skill development.
  8. Provide opportunities for volunteer to ‘try-before-you-buy’ experiences as a marketing tool. This is a consumer-oriented generation that looks for quality, efficiency and effectiveness. Episodic volunteering has been the norm for many of these busy working people.
  9. Provide clear expectation regarding time, tasks and training.
  10. When possible promote the connection to local issues and local problem, and communicate how volunteers will make a difference.

The future generation of age 50+ volunteers will expect and demand more from their volunteer experience. They expect to be a part of the decision making process, they want flexibility that allows them to integrate paid and unpaid work, they want to engage in meaningful service learning activities, be afforded opportunities similar to those offered to paid staff and to be able to transfer their professional skills to positively impact local community needs. Successful organizations seeking to harness this vast, yet untapped resource will need to reassess and think expansively and creatively…’ (Wilson, Steele, Thompson, D’heron, 2002, p. 36)

References:

1. Heartbeat Trends (2001). Research into Older People & Volunteering, Retrieved July 27, 2002, from www.communitybuilders.nsw.gov.au/builder/volunteering/babyboomers/html

2. Wilson, L., Steele, J., Thompson, E., D’heron, C. (2002). The Leadership Institute for Active Aging: A Volunteer Recruitment and Retention Model. The Journal of Volunteer Administration, Volume 20, Number 2, 2002, pp. 28-36.

3. Wilson, L., & Pribyl, J. (2002). Minnesota Summit on the Future Role of Senior Volunteers: A Planning and Recruitment Concept. The Journal of Volunteer Administration, Volume 20, Number 3, 2002, pp. 26-32.

This article was first published in 2002 and is licensed under a Creative Commons License. It may be reproduced in its entirety provided that you give the original author credit.